ROW: a formula for happiness and success | Luca Crepaccìoli | TEDxUdine
-
0:12 - 0:14Good morning.
-
0:15 - 0:18Today I would like to talk to you
about three things. -
0:19 - 0:22That is three things that we often
hold dear to our hearts: -
0:22 - 0:27happiness, success and time.
-
0:29 - 0:30I have often asked myself,
-
0:31 - 0:33"Is success necessary to be happy?
-
0:35 - 0:39Or, is happiness
a pre-requisite for success?" -
0:40 - 0:43As a child, everything
seemed crystal clear: -
0:43 - 0:46me and anyone from my generation,
-
0:46 - 0:49we grew up constantly hearing
the same phrase: -
0:50 - 0:55"Duty before pleasure".
-
0:56 - 0:59We did not like that,
it would make me pout. -
0:59 - 1:02Nevertheless, it somehow helped us
grow up more or less diligently. -
1:04 - 1:06Then, along with the
first responsibilities, -
1:08 - 1:11I initially chased
the work-life balance myth. -
1:11 - 1:14That is to say,
I strived to balance my time -
1:15 - 1:20between my job and my private life.
-
1:20 - 1:24However, in a world
that has become hyper-connected, -
1:24 - 1:28I found myself ill-prepared
with managing the work-life integration. -
1:29 - 1:33In other words, I lost track
of those boundaries -
1:33 - 1:35between my domestic walls
and the office ones. -
1:36 - 1:41Finding myself connected 24-7,
-
1:42 - 1:46feeling both physically
and mentally drained, -
1:46 - 1:49I understood that chasing
everything and everyone -
1:49 - 1:54does not necessarily mean
getting excellent results, -
1:54 - 1:56nor being happy.
-
1:57 - 2:02It is human nature and culture,
which leads us to think -
2:02 - 2:06that in order to be successful,
we need to constantly work more. -
2:07 - 2:10It dawned on me, however, today
we actually need to do less instead. -
2:12 - 2:13How? By choosing and selecting,
-
2:15 - 2:16choosing how and with whom
-
2:16 - 2:22we invest our time,
our most valuable resource. -
2:22 - 2:25Time is a fine raw material;
it is precious, -
2:25 - 2:30it is not found in nature,
it is gifted to us day by day. -
2:32 - 2:34One could argue, we have plenty of it;
-
2:34 - 2:36and perhaps this very abundance
-
2:36 - 2:39prevents us from appreciating
the beauty of this gift. -
2:40 - 2:42So we often find ourselves
-
2:42 - 2:46spending our days
frantically running around. -
2:46 - 2:51By night-time we are exhausted
with a restlessness feeling -
2:51 - 2:53that prevails over any sense
-
2:53 - 2:56of having pleasantly contributed
towards an achievement. -
2:59 - 3:04At times we check
a few things after dinner, -
3:05 - 3:08or set our alarm one hour earlier.
-
3:09 - 3:11Do not say you have never done this.
-
3:11 - 3:14Going back to the choice concept
as well as doing less, -
3:14 - 3:15if we could try counting
-
3:15 - 3:20how much time we spend every day
to make a given decisions, -
3:20 - 3:23we could possibly notice
that it takes most of our time. -
3:24 - 3:27In fact, everyday we decide
the appropriate time to wake up, -
3:27 - 3:31what to wear, where to go, etc.
-
3:31 - 3:35We constantly choose
where and what to focus on. -
3:35 - 3:42But have we ever attempted to consider
how much time we allocate everyday -
3:42 - 3:46in this decision - selection process?
-
3:49 - 3:50If you are thinking
-
3:51 - 3:55"if time is so precious,
why am I reserving so little time to it? " -
3:55 - 3:58and you are immediately
wondering "How come?" -
3:58 - 4:01Well, we first need to consider
that choosing is challenging. -
4:02 - 4:05In fact, it requires a cognitive strain,
-
4:05 - 4:08which is not necessarily
associated with happiness. -
4:09 - 4:11Hence, we often rely on instinct,
-
4:11 - 4:16which gives us an exciting opportunity
to choose without excessive effort. -
4:17 - 4:20And our days fly by.
-
4:20 - 4:22However, as Aristotle once said,
-
4:23 - 4:27"We are what we repeatedly do",
-
4:27 - 4:32so choosing repeatedly
automatically becomes a vital exercise -
4:32 - 4:36for our success and happiness.
-
4:37 - 4:41The experience I have gained
in the past 15 years at Goodyear, -
4:41 - 4:43an American multinational
-
4:43 - 4:46with a cultural value
-
4:46 - 4:49of respect for people and the workplace,
-
4:49 - 4:52while still inevitably bounded
to profit dynamics, -
4:52 - 4:54has led me to deeply reflect
-
4:54 - 4:57on the connection
between happiness and success. -
4:57 - 5:00Between the time invested
and the need to choose. -
5:01 - 5:03If you think about it, making decisions
-
5:03 - 5:08is the real core business
of every entrepreneur and manager. -
5:08 - 5:09In a company, for example,
-
5:09 - 5:14in order to decide
between possible investments -
5:14 - 5:19we tend to calculate
the "Return On Investment", or ROI. -
5:19 - 5:21A simple mathematical formula
-
5:21 - 5:25that relates the profit
earned from an investment -
5:25 - 5:28with the funds one needs to spend for it.
-
5:28 - 5:30I then questioned myself:
-
5:30 - 5:36can we assess our own ability
to effectively invest our time and energy? -
5:38 - 5:40These considerations
eventually inspired me -
5:40 - 5:45the concept of "Return on Work" (ROW).
-
5:46 - 5:50Based on this, as an analogy,
a hypothetical mathematical formula -
5:51 - 5:55was formed aiming to calculate
how resources, energies, -
5:55 - 6:00the time we invest in each activity
or all across the workday, -
6:00 - 6:03do in fact contribute to the real goal
of managers and entrepreneurs: -
6:04 - 6:06business growth.
-
6:08 - 6:13It is about one year since I moved
to the Middle East, Dubai in particular - -
6:13 - 6:15still for Goodyear -
-
6:15 - 6:17where markets tend to grow,
-
6:17 - 6:19oil crisis aside.
-
6:19 - 6:23In times of recession, however,
I mostly lived in Southern Europe - -
6:23 - 6:27Portugal, France, Spain
and even in Italy - -
6:28 - 6:31with the need to increase
the business value -
6:31 - 6:37in steady, mature markets,
with tendentially declining margins, -
6:37 - 6:42and an organisational restructuring
was therefore needed. -
6:44 - 6:45Initially, my team and I
-
6:45 - 6:49looked around for alternatives
-
6:49 - 6:50that could do more,
-
6:50 - 6:53and increase the business value
with limited resources. -
6:54 - 6:57We then realised, we weren't headed
to the right direction. -
6:58 - 7:04Looking to do more with fewer resources
typically de-motivates the organisation. -
7:04 - 7:09Aside from those cases
of gross, patent inefficiencies, -
7:09 - 7:12it also only generates marginal results.
-
7:13 - 7:14Managers, in fact,
-
7:14 - 7:16forced as they are to spread their budgets
-
7:16 - 7:19across a range of allegedly
important activities, -
7:20 - 7:24tend to have a defensive
and strictly operational approach, -
7:24 - 7:28protecting their budgets
and playing a passive role in the process. -
7:28 - 7:32So we decided to do less, with less,
-
7:32 - 7:35but in a way that could
generate a greater impact. -
7:36 - 7:39The real challenge is the ability
to identify and establish, as a team, -
7:39 - 7:44what will make the real difference
between success and the status quo. -
7:46 - 7:48Reflections on ROW formula,
taken as a starting point, -
7:49 - 7:52brought us to reconsider
-
7:52 - 7:54every single moment,
-
7:54 - 7:58every single energy spent in the workday,
-
7:58 - 8:02in an effort to assess its contribution
to the business growth, -
8:04 - 8:07and discard it if it wasn't there.
-
8:08 - 8:10I won't deny that this approach
-
8:10 - 8:14won a huge success
within the organisation: -
8:14 - 8:19it stirred up positive energy, and it had
a somewhat liberating effect. -
8:19 - 8:21Calculating the benefits of
-
8:21 - 8:24each action performed on a daily basis,
-
8:24 - 8:27and comparing them
not from an importance standpoint, -
8:27 - 8:30but more on essentiality instead,
-
8:31 - 8:34results in seeing things
from a completely different perspective -
8:34 - 8:38and makes you far more
selective and demanding, -
8:39 - 8:41especially with oneself.
-
8:41 - 8:42And it makes you choose.
-
8:43 - 8:46This process inevitably led us
to reconsider our concept of strategy. -
8:47 - 8:51Quite often, in companies,
strategy is confused with numbers. -
8:52 - 8:54with setting ourselves challenging goals.
-
8:56 - 8:59Instead, the awareness grew up on us
-
8:59 - 9:02that strategy also entails
the ability to say no. -
9:05 - 9:07The challenge today
is not choosing what to do. -
9:08 - 9:11The real challenge today refers
to what needs to be discarded -
9:11 - 9:14among all the things we deem important,
-
9:14 - 9:16but won't make a real difference.
-
9:17 - 9:23It is not about making a todo list
in order of importance, -
9:24 - 9:27It's about selecting,
among all important things, -
9:27 - 9:29what will ultimately have
-
9:29 - 9:34a real impact on the end-results,
the organisation as a whole, -
9:34 - 9:37and bravely discard everything else.
-
9:39 - 9:40Only this will give us the time
-
9:40 - 9:43to focus on what really matters
-
9:43 - 9:46and increase our chances of success.
-
9:48 - 9:52Doing more, adding, is relatively simple.
-
9:54 - 9:59Doing less, eliminating,
simplifying, is much harder. -
10:00 - 10:01Why?
-
10:01 - 10:03Because it forces to choose!
-
10:05 - 10:12Discussing in a company not just
about numbers, results and objectives, -
10:12 - 10:14but also, unapologetically,
about other issues -
10:14 - 10:18such as happiness, energy expenditure,
-
10:18 - 10:20it somehow opens our eyes
-
10:20 - 10:23on the impact our attitude has
on relationships' effectiveness. -
10:24 - 10:29The very focus on time
brought us to purposelessly avoid -
10:29 - 10:33occupying other people's time.
-
10:35 - 10:40How many times have we found ourselves
in a meeting or in a situation -
10:40 - 10:44with no real added value,
feeling we were wasting our time? -
10:46 - 10:48Well let's say that, especially
within a business context, -
10:48 - 10:53it is not always possible for us to decide
what to invest our time on. -
10:53 - 10:56But we can do something.
-
10:56 - 10:59We can avoid dragging colleagues -
-
11:00 - 11:04but also friends and family,
in our private life - in these situations. -
11:05 - 11:08Spreading in Goodyear
-
11:08 - 11:12respect and the culture of appreciation
for other people's time -
11:12 - 11:15has certainly earned a huge success.
-
11:16 - 11:20Already back in 1958, about 60 years ago,
-
11:20 - 11:24C. N. Parkinson stated with his law,
-
11:24 - 11:30"Work expands so as to fill
the available time for its completion, -
11:32 - 11:35the more time is there,
the more will be wasted". -
11:36 - 11:38And so we questioned a little
-
11:38 - 11:41all the time we spent
together in the company, -
11:41 - 11:46and started halving
the number of meetings. -
11:46 - 11:49We started by cancelling
all those meetings, -
11:49 - 11:51which were not directly connected
-
11:51 - 11:56to a priority deemed essential
for the business growth. -
11:58 - 12:02We then abolished all those presentation
that were longer than a page. -
12:04 - 12:07Those long, annoying
PowerPoint presentations -
12:07 - 12:11that usually have the purpose
of supporting the speaker, -
12:11 - 12:14and allow me to say this,
gratify him/her - -
12:14 - 12:19and drain energy from those
who are forced to listen. -
12:22 - 12:25This way we freed
some time for discussing, -
12:25 - 12:28looking at each other
in the eyes and connecting. -
12:28 - 12:30This is connection:
-
12:30 - 12:33Looking at a presentation,
staring at a screen, -
12:33 - 12:35just creates information.
-
12:36 - 12:39Discussions and looking
at each other's eyes creates connection. -
12:40 - 12:44Being connected means
having complete awareness -
12:44 - 12:48of thoughts, emotions and state of mind
-
12:48 - 12:50of those before you.
-
12:50 - 12:56Connection is the only way
to have an effective conversation. -
12:58 - 13:01Make no mistakes though,
a real connection takes effort. -
13:02 - 13:05We know that there is
very little we can do -
13:05 - 13:07to improve our intellectual quotient,
-
13:08 - 13:11as this is formed during
the first years of our lives -
13:11 - 13:12and is partly inherited.
-
13:12 - 13:16But we can do a lot
to improve our emotional one -
13:16 - 13:18throughout our lives.
-
13:19 - 13:20And this is great news.
-
13:21 - 13:25In other words, we have to place
emotional intelligence building -
13:25 - 13:26on top of the agenda,
-
13:27 - 13:30and then get away off the stage.
-
13:31 - 13:36It is necessary to ask for feedback,
listen without prejudice -
13:36 - 13:38and run experiments.
-
13:41 - 13:45This was an exercise
we did together in the company -
13:45 - 13:51and there is an old saying, which reads,
"If you want to go fast, slow down". In my -
13:52 - 13:55So investing time
in the connection process, -
13:56 - 13:58before any conversation,
-
13:58 - 14:01either with a person
or within a business-meeting context, -
14:01 - 14:03has proven extremely effective
-
14:03 - 14:07and contributed to create
a more much pleasant work environment. -
14:07 - 14:11Each of our words, behaviour and glance
-
14:11 - 14:14has an impact on people around us.
-
14:14 - 14:15Having this full awareness
-
14:15 - 14:19becomes fundamental
for an optimal use of time. -
14:20 - 14:23But making the right choices
is still not enough. -
14:24 - 14:27People we surround ourselves with,
-
14:27 - 14:29and especially the context we create,
-
14:29 - 14:31make all the difference.
-
14:31 - 14:37Therefore, stopping for a moment
to reflect on this topic -
14:37 - 14:39becomes essential.
-
14:39 - 14:41Also, it becomes an essential process
-
14:41 - 14:43to avoid wasting days
and, like I said at the beginning, -
14:43 - 14:46frantically running around,
-
14:46 - 14:47and remaining lucid.
-
14:48 - 14:53It is only by being lucid
that we are effective: -
14:53 - 14:55with ourselves, but mostly with others.
-
14:55 - 15:00So lucidity is the secret ingredient
-
15:00 - 15:04for all that "Return on Work"
machinery to work. -
15:05 - 15:10So it is important to remember
taking a deep breath, -
15:13 - 15:16giving time to ourselves and the others,
-
15:16 - 15:18both as a life style
and as a business model. -
15:19 - 15:23And enjoy all the beauty
we are surrounded by -
15:23 - 15:25and take even the most delicate scents.
-
15:26 - 15:29Successful people feel good
-
15:29 - 15:33because they make time
for themselves and others too. -
15:33 - 15:37The heart of those people
beat for a purpose. -
15:37 - 15:39Today's, it is the "leadership of giving",
-
15:39 - 15:44which allows for a perfect synchronisation
between happiness and success. -
15:44 - 15:47Giving to others
our most precious resources -
15:47 - 15:49is like donating them
to our own happiness. -
15:50 - 15:55After all, we know all too well,
altruism is selfishness at its finest. -
15:56 - 16:02But how do we remain lucid
if human culture makes us think -
16:02 - 16:05that in order to succeed
we need to do more? -
16:05 - 16:11The "Return on Work"
helped me choosing well, -
16:11 - 16:14and finding the time
for myself and others. -
16:15 - 16:19And at night-time, when I come back home
and I rest my head on the pillow, -
16:19 - 16:22I tend to visualise
all my daily movie frames. -
16:22 - 16:24I go through all those moments
-
16:24 - 16:29I was able to breath, connect
and dedicate my time to others. -
16:30 - 16:34I think the beauty of life
lies in giving and sharing, -
16:35 - 16:37and I happily fall asleep.
-
16:38 - 16:43Now I can only wrap up
by wishing you time. -
16:45 - 16:46Not "all sorts of gifts",
-
16:46 - 16:50like Eli Michler once wrote
in one of her poems. -
16:50 - 16:55Time, not only to kill but to save.
-
16:56 - 17:00Time, not only to check on your watches
but also reach for the stars. -
17:00 - 17:04Time for finding yourselves,
and time to live. -
17:04 - 17:07Thank you for your time today!
-
17:07 - 17:11(Applause)
- Title:
- ROW: a formula for happiness and success | Luca Crepaccìoli | TEDxUdine
- Description:
-
As children they used to tell us: "work before pleasure", and growing up we chased the myth of the work-life balance. In a hyper-connected world, Luca lost the boundaries between home and office walls and found himself unprepared to manage work-life integration. Then he realized that chasing everything does not mean achieving excellent results or being happy. Happiness and success are linked - and in order to achieve them, it is necessary to choose what way, and with whom, people should spend their most precious resources: time and energy. This is how the concept of Return On Work was born.
This talk was given at a TEDx event using the TED conference format but independently organized by a local community.
Learn more at http://ted.com/tedx
- Video Language:
- Italian
- Team:
- closed TED
- Project:
- TEDxTalks
- Duration:
- 17:15
Michele Gianella approved English subtitles for ROW: la formula per felicità e successo | Luca Crepaccìoli | TEDxUdine | ||
Michele Gianella accepted English subtitles for ROW: la formula per felicità e successo | Luca Crepaccìoli | TEDxUdine | ||
Michele Gianella edited English subtitles for ROW: la formula per felicità e successo | Luca Crepaccìoli | TEDxUdine | ||
Michele Gianella edited English subtitles for ROW: la formula per felicità e successo | Luca Crepaccìoli | TEDxUdine | ||
Priel Korenfeld edited English subtitles for ROW: la formula per felicità e successo | Luca Crepaccìoli | TEDxUdine | ||
Michele Gianella edited English subtitles for ROW: la formula per felicità e successo | Luca Crepaccìoli | TEDxUdine | ||
Michele Gianella edited English subtitles for ROW: la formula per felicità e successo | Luca Crepaccìoli | TEDxUdine | ||
Michele Gianella edited English subtitles for ROW: la formula per felicità e successo | Luca Crepaccìoli | TEDxUdine |